The link between cultural diversity, innovation, creativity and knowledge synergies has often been equated directly with competitive advantages. However, this positive link is only supported to a limited degree by in-depth empirical research and is subsequently based on an intuitive seductive desire to see ethnical diversity as productive. Theoretical reviews and empirical research have indicated that the link between diversity and knowledge synergy cannot be taken for granted. This article argues that some theoretical rethinking of managerial strategies toward cultural diversity and innovation might be appropriate. Based on my empirical research, barriers preventing a positive link between diversity and knowledge synergies can come in different forms and my empirical findings illustrate situations where both containing and constraining patterns have to be overcome for synergy to thrive.
Ikke Angivet, 2005
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The 18th Scandinavian Academy of Management (NFF), 2005
Aarhus School of Business, Department of Management and International Business